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Bolling_Charlie-BMA-Manager_Informational_Interview.pptx
- 1. MUSIC BUSINESS INFORMATIONAL INTERVIEW WITH CHADWICK ALEXANDER GENERAL MANAGER OF SONGBYRD MUSIC HOUSE By Charlie Bolling
- 2. SONGBYRD MUSIC HOUSE Established in 2015, Songbyrd Music House expanded their café and vinyl shop into their basement venue aptly named ”The ByrdCage”. This 200 capacity venue quickly became a popular place to see all kinds of eclectic music. The talent buyer’s exquisite skill and networks led Songbyrd to host incredibly undersold shows featuring artists like Khalid, Omar Apollo, and Jack Harlow. They have quickly made their stand as a place for local artists to share their craft, and a great neighborhood bar where patrons can always find great music.
- 3. CHADWICK ALEXANDER CHADWICK GREW UP WITH HIS FAMILY WORKING A&R FOR ATLANTIC RECORDS. THROUGH THAT, MUSIC AND THE INDUSTRY AROUND IT FOLLOWED HIS ENTIRE LIFE. HE STARTED WITH A DC MARKETING AND PRODUCTION COMPANY CALLED ONE LOVE MASSIVE. HE WORKED WITH THEM TO PRODUCE LOCAL EVENTS AND CURATE MUSIC. He eventually found himself with the General Manager position at Songbyrd. His core responsibilities include scheduling, ordering, managing social media accounts, handling artist production riders, providing graphic content and merchandise, and managing a team of talented venue operators (sound engineers, talent buyers, marketing team, production team).
- 4. WHAT ARE THE MOST CRITICAL SKILLS A MANAGER NEEDS TO BRING TO THE TABLE TO ENCOURAGE THEIR TEAM MEMBERS? “The most critical skill is understanding. You deal with a lot of people from a lot of different works of life. Most people in the music industry are looking for their next best thing, so I look to help people catapult them towards their end goal. I always ask in peoples’ interviews what their end goal is, so I can know how long I get to work with them and what I can teach them along the way.”
- 5. DO YOU CONSIDER YOURSELF MORE OF A RESULTS-BASED MANAGER OR AN EMPATHY- BASED MANAGER? HOW DOES THIS EFFECT YOUR DAILY DECISION MAKING? “It’s all results. At the end of the day, we’re all here for a common goal: to make some cool shit happen and have fun while doing it. We provide a quality service, and the money will be made.”
- 6. WHEN ADDRESSING AN ISSUE WITH A TEAM MEMBER, WHAT TACTICS DO YOU USE TO HOLD THEM ACCOUNTABLE WHILST STILL HOLDING PROFESSIONAL AND PERSONABLE VALUES? “You have to be honest. A lot of people blame stuff on others, but I let people know what they didn’t do and what that caused. Actions bring a reaction. Your actions are key. If you give your best job, top tier, then there is nothing to worry about. Otherwise, you will be told what you did wrong.”
- 7. WHEN EVALUATING A TEAM MEMBER’S PERFORMANCE, WHAT FACTORS ARE MOST IMPORTANT TO YOU? “Consistency is major. A lot of people talk the talk, but they don’t walk the walk as often as they talk the talk. If you’re not performing, I cannot deal with that. You have to be consistent.”
- 8. “I communicate overly with my employees. Not on a friend basis, but on a managerial basis. A lot of people focus on e-mails, but I’m old-school. I’ll call someone and let you know what I need you to do. If you can, then great. If you can’t, I’ve got other people that can fill the void. There’s always another show. I try to put the right people in the right position to win."
- 10. • The key points to successful management are honesty, consistency, communication, and enjoyment. • If you’re employees enjoy their workspace, they will work to make the experience better. • Actions bring forth reactions. If a mistake is made, then explain the consequence. • Read the room. You can tell a lot about someone just by watching their movements and interactions. • Growth comes when a person can reciprocate the tools that they’ve been taught by management. • Consistency is key. If you can’t walk the walk all the time, then don’t talk the talk. • People want to grow. Find out their end goal, and it’ll be easier to help them reach it.